Q: What are some of the most significant lessons you’ve learned in your role at the Pentagon that might be applied to running AFRL?

A: Lesson one, articulated by the Secretary of Defense is, this country is at war and the priorities of war are what counts. Maybe the second lesson that I think is steeped into me is that we don’t have lots of time to solve problems; we don’t have lots of money, so there’s a certain sense of urgency that people in the Pentagon are working against and it all stems from those realities. That’s the expectations of the labs’ customers and so I’m going to try and bring that perspective there to the lab.

Q: What kind of reputation does AFRL have outside of the Dayton area?

A: Awfully bright people. It’s exciting to run into people across the headquarters here in the Pentagon that are amazed at what the lab can invent. They’re all proud the Air Force has talent like this with the record that its got. The record of the lab is rich, from low observables to high-efficient jet engines. The expectations are high for the lab. The good news, to me, is the lab is recognized for having the talent and the track record that counts for (solving) tomorrow’s problems.

Q: What gets you excited to come to work every day?

A: I like coming to work with the kind of people who have joined the laboratory. Technical people, problem solvers, creative people who have decided to put their talents to work for the United States Air Force and the defense of the country. I mean that’s just a great team. It is personally satisfying to make a leadership contribution in a team like that.

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